INMR94 DIGITAL LEADERSHIP ASSIGNMENT 2019

BACKGROUND WHAT 2025 Intelligence for Health Initiatives

Wigglesworth Hospital Advanced Trust (WHAT) has defined a programme of work to transform the

using focused and disruptive digital technology

to provide the best care and value for money for patients.
Their strategy involves:
a) Digital Leadership

implementation of low cost high patient benefit digital solutions that improve the efficiency,
effectiveness of health activities and critically improve patient health and wellbeing outcomes.
b) Efficiency, Effectiveness and Patient Service Quality
Show 25% measurable improvements in the efficiency, effectiveness and quality of patient
interventions and care through the use of disruptive and advanced digital technology
c) Productive and Cost Effective Digital Products and Services
WHAT wants to have working examples of digital solutions that provide improvements in tracking,
monitoring and control that support measurable improvements in clinical productivity and have
working digital products and services.
They have engaged Semicon Digital Leadership Consulting to help them develop their digital
leadership strategy and operations and help WHAT select appropriate digital leaders.

SEMICON DIGITAL LEADERSHIP CONSULTING

For the purposes of this assignment you are a freelance consultant working for Semicon consultancy.
Semicon specialises in digital technology management consultancy. You work for Andrew Boss in the
Digital Leadership Consulting division.
Semicon consulting have been selected to provide consulting and analysis support to develop and
implement the 2025 strategy. Semicon has alrea
requirements with a team led by Senior Consultant Serge Varadkar
Serge has left the company and is moving to a competitor. He has left in a hurry, without a face to face
meeting with Andrew, who will take over the next stages of the engagement. Andrew is concerned at

and how he has led the team. So any decisions must be made on the basis of analysis of documents,
deliverables and views from his team. He is also keen to use the analysis gathered, but needs advice
from an expert with digital leadership theory you!
Applying Your Digital Leadership Knowledge and Frameworks
Andrew would lik
your digital leadership knowledge. from Henley Business school to answer each of six questions.

YOUR TASK
and digital leadership best practice
you are required to write in a maximum of 5000 words in total for these 6 answers, although more
information can be included in the appendix for reference.
You are expected to include relevant models and theories form the course and your wider reading
about the subject and references to any information and documents in the attachments to support your
analysis. You should also state any assumptions you make. If you need to make calculations, you can
show the detail in an appendix

See the marking criteria for the allocation of marks

The following pages and additional files contain the relevant information to use
Andrew provided additional information (some of it confidential and personal) that Serge had left.
Q1 Leadership & Teamwork 20%
Review the performance of Serge and his team using appropriate leadership/managerial and teamwork

recommendations for improvement for Andrew.

The following notes have been gathered by the consulting team

(1) Email
To: Andrew.boss@semicon.com
Title: Your WHAT Digital Leadership Project
From:Serge.Varadkar@semicon.com

Dear Andrew
You will like this project; the people seem straight out of the Digital Leadership course that Semicon

people oriented leader and she suggested I am a bit of a bully yet I manage to get the work done on
time and budget! With people like Sandra I have to bully them as they have no ideas of their own.
Anyway I have had enough of such comments and I am leaving to join Barnier Consulting in France.
I have included various notes from myself to help you continue the work at the hospital and my team
has prepared all the interview and strategy notes for the analysis stage of the Digital Leadership
engagement.

You should know that the team was working out how they want to work together when I joined them
and I had to exert my authority to keep them in line. They then started to demand various training and
courses. They even tried to tell me how to run the team. Lots of ideas, but no leader and so it is good I
came along with my experience of European projects.

I am sad to leave this project as I enjoy getting projects completed and meeting the mission targets and
off course the bonus. But then Semicon were not prepared to give me a pay rise or pay more for my
expertise. I asked for a bonus upfront for this work
my bonus until they saw the deliverables.

By the way, I had to let Bill Berk go, so he is working his notice. Bill was whining about the fact that
we need to consider the cultural issues in managing our Indian offshore team. Then he came up with
new ideas and kept producing reports with references to theories about how digital technology could
be used in hospitals. Just like his friend on the Indian team who supposedly knew all about disruptive
tech. I am sure they were working together to undermine me. So I restricted the virtual team meetings
with India. I am really annoyed about the time he spent trying to understand them and working with
them behind my back. The Indian team were late in their deliverables and were always promising

and delivering the goods is our most important goal!

So enjoy, I may send you a postcard from my new project in German

good luck you might need it in the future when we are in competition for projects!

Serge took over the consulting team 4 months ago. Apparently he had refused at first but was
persuaded by a pay rise. He was never really interested in us as people, only in getting the tasks done
so he could get his bonus. A number of us asked for training in digital technologies so we could better
advise clients, but he refused it as it would eat into his project budget and possibly affect his bonus.
We had to do our best. This meant that some team members did their own thing and focused on doing
their own job. We were never a close knit team. Serge had arranged to outsource some of the work to
the Indian offshore team as they were cheaper and I think he could control them better. He used to use
his seniority and shout down the phone to them. At video meetings they would try and suggest better
ways to support the WHAT project as one of the Indian team had an MBA and an electronic
engineering degree and had worked on medical devices. I think Serge felt threatened by this. He never
really gave us or the Indian team clear objectives and he often blamed the Indian offshore team if
things went wrong and refused to pay their bonus from his budget. One of our team, Bill Berk, tried to

and after Serge had arrived and we started to have problems he had insisted we complete Belbin team
role surveys to help ensure we had a cohesive team. It showed that Bill himself was a plant and shaper
and very valuable to the team. The results for Serge showed him to be a Chairman not surprising as
he was very autocratic and refused to use the results. Many of the rest of us were team players and
completer finishers and just wanted guidance on what to do, Serge ignores people that challenge him
and is keen to get results and move to another part of the business. Serge did not like Bill as he said he
had too many ideas and no respect for authority. Serge eventually forced Bill to leave.

Q2 DIGITAL PRINCIPLES and DISRUPTIVE DIGITAL TECHNOLOGY 15%

Andrew would like your thoughts on what is meant by disruptive digital technology and what and how
such technologies, with examples applied to WHAT that might help improve productivity of
Wigglesworth

The following notes should be analysed as the basis for your answer:

The consulting team have recorded the following notes from interviewing a number of WHAT
clinicians about their views of what digital technology they would like to support the WHAT strategy

suggested the following

F2.1 The heart team has won several awards for its novel heart surgery, but has problems
training its staff. It can take up to 2 years to train a competent heart surgeon and there is a shortage of
qualified surgeons. WHAT is keen to invest in any technology that can improve the training and reduce
the qualification time for its heart surgeons. But it wants a solution that provides guidance and
minimises errors (Suggests AR/VR)
F2.2: One of the cardiology heart units is investigating keyhole surgery improvements, but
there is a lack of real hearts to work on. They have recently looked at imaging technology but feel they
need both physical models to practice tool dexterity as well as digital models to work on (Suggests and
3dp solution)
F2.3 Professor Burpa Ali is concerned at the increasing number of heart patient in the area.
The number of patients seen in 2014 was 540 a month, now it is 875. This will increase must faster as
WHAT becomes recognised as the place to go to for heart problems if its new strategy is successful. If
nothing is done demand will exceed supply of available appointments and experts by 100% in 2 years.
Prof. Ali believes that education of the general public and making information available about heart
conditions and heart wellbeing could be a solution where digital could help.
F2.4 Dr Jemima Pud el Duk is concerned that with rising patient numbers. The current 1 hour
cardiology appointment will have to be reduced and many of the symptoms of unusual heart conditions
may be missed. Part of the problem is that heart conditions are only measured at the hospital and they
have no knowledge of variations of heart parameters during patients normal lives. They have 2 heart
monitors that can be given to patients to record their heart when they have onset conditions but these
again only give a point set of data when the patient places them against the heart. They really need
24x7 data that can be sent to the web and accessed by clinicians
F2. Dr Jemima Pud el Duk is wondering if reliable data from patients that have smart phones
and fitness devices could be used to find patterns and warning signs for the more critical patients in
some kind of digital solution capability.

Q3 CAPABILITY BASED PLANNING 20%

The Cardiology department at Wigglesworth Hospital Acute Trust (WHAT) is one of the medical areas
that is key to the 2025 Intelligence for Health Initiatives and has been selected for the focus of
consultancy analysis projects.

Using the information given below and an appropriate capability modelling method and modelling
tool, identify the digital strategy, scenarios and future capability models at level 1 down to level 3/4
and conduct a critical comparison with the current state level 1 capabilities to define the new target
level 2,3 and 4 capabilities, technologies and resources required. Illustrate your solution with
appropriate diagrams related to the method and references. Also identify new processes and
competences and comment on any limitations of information and assumptions made.

1.1 Cardiology Background

The Cardiology Department is a self-contained department in the hospital responsible for diagnosing
heart conditions for later treatment by other departments and specialist hospital departments in the
Wigglesworth Hospital Trust.
Cardiology Equipment
Cardiology use 6 heart echo cardiograms that are attached to the patient and record the performance

Cardiology Processes
There are a number of existing or baseline processes:
Book patients a process for making and managing appointments for cardiology patients to
have initial and follow up consultations at the hospital
Capture Echo Cardiograms here the physiologist attaches the echo cardiogram machine to a
patient and perform heart tests and their results
Assess Heart Condition involves a cardiologist identifying patterns from the physiology data
Diagnose Heart Condition the cardiologist identifies the heart problem
Plan Treatment the cardiologist plans the treatment based on the heart problem
Cardiology People
The current staff comprise:
admin staff with competences in booking
cardiologists with competences in cardiology
physiologists with competences in physiology

1.2 Cardiology Strategy

The key drivers of the hospital activities are patient safety and care quality.
The pressures on the department that affect patient safety and care quality were assessed to be
Firstly clinicians are overworked and make mistakes due to lack of automation.
Secondly clinicians want more data to make safer decisions and patients want more data to
enable them to manage their treatment

The Cardiology department has an aim to move towards 24x7 data and use technology to reduce
workload to support the overall aim of better decision making and improve patient safety and care
quality as part of the 2025 strategy plan.

1.3 Cardiology SWOT Analysis

The key strengths of Cardiology were thought to be i) good digital savvy clinicians, ii) respected and
skilled clinicians who were experts in their field iii) technology funding for 2025 plan was available

1.4 Cardiology Weaknesses

a) patients complained of booking errors and delays in assessment and treatment b) patients are
asking for information to help them understand their condition and are keen to use Fitbit and other
technology c) critically some patients almost died as were not triaged and their heart condition was
not continuously measured and some dangerous heart conditions were missed. This gave rise to
complaints and litigation cases against the hospital.

1.5 CARDIOLOGY Assessments Drivers etc

a) Assessments
Work with the senior management had identified the following assessments of the department:
There is a lack of modern technology to monitor patients
Funding is available to automate and reduce need for more human resources but is not being
used
They estimate: the overall driver is care quality, which is influenced by the overall goal of admin
workload reduction
b) CARDIOLOGY Department Goals and Outcomes
They have two outcomes which are each influenced by goals
The outcome of improved patient services depends on achieving the goal of improved patient
safety (as this will reduce patient concerns and free up staff to focus on patients)
The outcome of reduced workload depends on achieving the goal of automated data capture
(as this will reduce time taken to manually input and manipulate data)
The overall goal of admin workload reduction will depend on the automated data capture goal and the
goal of ensuring nurses have improved time with patients
1.6 Cardiology Strategic Aims
a) reduce workload b) reduce errors c) improve patient service and information
It was agreed that a digital automation strategy was needed to reduce the workload of clinicians
(physiologists and cardiologists) and automate activities to reduce errors. IE digital heart monitoring
and data collection. This involves acquiring new technology to automate cardiology activities such as
cardio data capture on a 24x7 timescale with wearable IoT type heart monitor devices instead of single
measurements of heart performance when patients visit the cardiology department in the hospital
Secondly a cardio data strategy was required that would use digital technology such as IOT and
software for analysis to process and use more continuous cardio information to enable a better triage
or prioritisation of sick patients for treatment and to encourage patients to collect and manage their
own cardio health data using patient owned devices approved by the hospital such as fitbit to help
reduce admissions. Also
patient self-monitoring advice via website
patient cardio health via website
Advice would be given by the hospital on the correct diet and exercise regimes and on recording,
managing and sending patient device (fitbit) data to the cardiology department. This would in turn
improve patient service and information to improve and manage their heart condition.

2. CARDIOLOGY Scenario Planning

An earlier Semicon consulting team assignment had identified a number of possible scenarios that the
hospital felt could occur
a) Booking errors were likely to grow as there was no link between EPR and the booking system
(which would require an automated booking system linked to EPR to be installed. This scenario was
felt to have a criticality level of 3 and a risk level of 0.3
b) The lack of 24x7 patient monitoring and reliable and continuous data to identify patient issues
and who was most at risk to resolve triage problems was felt to have a risk of 0.3 and was thought to
be very critical to the strategies of automation and data at 8.
c) Patients booked without triage causes delays and overwork which could result in staff leaving.
This was felt to be of low criticality to the strategy at a level of 2 (i.e. unlikely to add much to
automation or data strategy elements), but a high risk (0.6) option as it relied on already overworked
clinicians who often made mistakes under pressure and could lead to high litigation costs as past
examples at the hospital had shown
Risk vs criticality for scenarios showed that scenario 2 (score 2.4) was felt to be the scenario to focus
solutions on. The suggested solution involved a strategy that would support integrated vital signs
monitoring sensors linked to EPR to capture vital signs data and transfer it automatically to the web.

3. CARDIOLOGY What was needed- Future Capabilities Brainstorming Session

The department was asked by the consultants what future capabilities they would require to support
the strategies of digital automation and cardio data.
As part of the department strategy review, the department held a brainstorming session to identify the
long term capabilities to meet the 2025 plan and support the department strategy. There was a need to
add new operational capabilities in order to develop and use the new technology to automate their
cardiology activities and increase the amount and quality of data.
Patient Data Management Level 1 Capability
The target capabilities should include a new level 2 capability Record and Process Cardio Device
Readings. This comprises two level 3 capabilities a) Data Acquisition which comprised 2 level 4
capabilities: i) Process Dept Data Sources and ii) Process Patient Data Sources (e.g. from patient
owned devices). In each case it was thought that the technician would need competences to work with
the patient to plan and capture the data and prepare it for use by Physiologists and Cardiologists. b)
The other level 3 capability is Data Analysis. This comprises two level 4 capabilities Analyse Dept
Data Sources and Analyse Patient Data Sources. Here the technician would require competences in
programming and reporting to write software to capture, analyse and integrate the data.

Physiology level 1 Capability

Within Physiology the new level 2 capability was identified as Cardiology Advice. This was required to
assemble the relevant local, patient and other information to feed the cardiology platform. This
includes three level 3 capabilities Develop Advice, Develop on line advice platform and Manage
Advice which involves creating leaflets, web pages and advice notes for phone messaging.

Cardiology Capability
Firstly a level 2 target capability is needed to provide Automated Support for Decision Making for the
cardiologist function. Existing skilled clinicians should be trained to use new wearable IoT and related
devices and programs to make their work faster and safer than using paper. This capability would
include level 3 capabilities i) to Allocate Devices to Patients (the wearable IoT 24x7 cardiology data
collection devices for measuring the heart function of high risk patients as well as the existing non IOT
echo cardiogram devices and new apps to convert patient device data (e.g. fitbit) ii) to Review
Department Data Sources (to include the data from the new wearable IOT devices and existing echo
cardiogram machines) and iii) Review Patient Data Sources (i.e. data from patient devices such as
Fitbits as well as their interview notes), iv) to Triage Patients in order of priority of who should be
my triage
customised for specific triage automation.
New 24x7 cardio IOT based monitoring devices were needed to enable patients with worrying
symptoms to be monitored and the data sent automatically to the department and to be assessed by a
new capability to record and process Cardio Monitor readings. To reduce patient demand it was
agreed a new web platform should be created to contain advice and information on heart wellbeing
and to enable patients to send in their Fitbit data to be assessed and added to their clinical record.
This would be supported by a new capability to Record and process Cardio Monitor readings.

Cardiology Measures of Performance

The information from the consultants is a bit patchy with only one set of capabilities analysed
Cardiologists in the Cardiology Function were asked to assess the current vs desired performance of
their capabilities vs the strategy for 6 areas: external view (i.e. patients), information, people, process,
product (what their function delivers to the patient) and technology
The following comments were recorded together with the score out of 25
The current system was assessed as follows:
Intermittent cardio data needs 24x7 data collection - 8
Paper based process, prone to mistakes -5
Existing cardio machine functions not used as not purchased software -5
No use of abundant patient data from patients own device such as fitbit -7
Staff overloaded with manual analysis reducing patient service -6
Severe cardio issues may be missed without data analysis based treatment as a product of the
cardio service -3
Existing cardio devices are not wearable -4
patients are concerned that they can't use data from their wearable devices and there is no
cardio wearable dept solution -10
Cardio machine and patient consultation data is collected on paper - 7

Patients should be able to bring/send their own approved device data to support decisions 20
Wearable and automated data collection technology is required -22
Need to purchase and allocate new wearable IoT devices to urgent patients -14
Need to purchase cardio machine software -11
Need capability to triage patients -15
24x7 digital cardio data needed (from new IoT devices) 18
Need new digital technicians and device training for clinician -17
An automated process for data collection is needed -22
Need to collect and integrate cardio data from patient Fitbit etc with clinician and
device/machine data -16
Cardiology Technology and Resource Wish List
The Cardiology department were very interested in acquiring at least ten wearable IOT heart monitors
that could be given to new high risk patients. These devices would transmit cardiology data from each
patient 24x7 over a 1 week period to be assessed by new Cardiology Software that would provide
support for the Cardiologists to identify specific heart problems and diseases.
Cardiology: Other Target Apps
The department will need to purchase new applications to support the improved decision making:
to collect and process patient device (e.g. fitbit) data
Cardio advisor platform and website to support Physiology
Advice Integrator app and data base to integrate advice and information
Cardiology Current Capabilities
Work done by the consultancy previously had identified the following level 1 current capabilities
(unless identified)
The strategic capabilities of the department are within the Cardiology Management function and
involve Strategy Management for the department, Admission Planning Policy and Long Term Resource
Planning that included professional staff and technology, equipment and consumables budgeting. The
operational capabilities included Booking Patients to the department surgeries (within the Patient
Admin Function). In the Physiologist function there is a capability to Capture Echocardiograms of
patients. The Cardiologist function includes capabilities for the Assessment of Heart Conditions (by
reviewing data from the equipment) and then Diagnosing Heart Conditions and Planning Cardiology
Treatment. The department support capabilities are divided into two functions the Cardio IT Function
includes capabilities for Cardio IT Development and IT support for cardiology devices and systems. A
second function covers an Admin Management capability which organised the administrators and
Finance Management which managed purchases and payments for the department.
One of the consultants worked with the cardiology department and mapped the baseline or current
capabilities and resources as below

Cardiology Heat Map Results

When a heat map was developed it was agreed that the Physio function and the Cardiology Function
needed most improvement in terms of the strategic objectives of a) reduce workload b) reduce errors c)
improve patient service and information. These could be met by greatly improved cardio data and
automation strategies where automation would reduce errors and ultimately reduce costs and free up
overworked staff to improve the patient service by spending longer with, and giving better quality
treatment to patients using the new data acquired.

Q4 Digital Context and Strategy 15%

Based on the information below and appropriate models/references explain what you think the level of
digital maturity is with reference to its digital strategy and what type of digital strategy formation
WHAT is following.

headed by Dr April Truscot the Chief Medical Officer or CEO at Wigglesworth Hospital Advanced
Trust (WHAT) when asked as series of questions below:

i) What is your digital strategy?

We should now have a clear digital strategy based on the hospital 2025 plan and focused on current
and future resources we budget for as outlined at the beginning of the document i.e.:
a) Digital Leadership

implementation of low cost high patient benefit digital solutions that improve the efficiency,
effectiveness of health activities and critically improve patient health and wellbeing outcomes.
b) Efficiency, Effectiveness and Patient Service Quality
Show 25% measurable improvements in the efficiency, effectiveness and quality of patient
interventions and care through the use of disruptive and advanced digital technology
c) Productive and Cost Effective Digital Products and Services
WHAT wants to have working examples of digital solutions that provide improvements in tracking,
monitoring and control that support measurable improvements in clinical productivity and have
working digital products and services.

We want to see controlled development of digital with clear budgets and accountability and a
reduction in the number and type of projects we invest in to those that are viable. But we need to define
what digital means to us and concentrate our efforts of digital change that yields the best results and
not comfort ourselves with far too many initiatives that may not get us to digital maturity. We are
concerned to cut costs and workload and make it easier for patients to stay well or recover faster and
more easily from medical intervention through the use of digital products and services
ii) What have you done to transform your strategy to digital?

We have moved on from just trying to tinker with processes or throwing digital or information systems
solutions at discrete problems. We now want to focus on development of specific disruptive technology
projects. We want to develop a clear and controlled transformation strategy that will get us to digital
by 2025. We will appoint a new digital leader to do this. Their job will be to develop the new digital
products and services to support the strategy to cut costs become more efficient and improve patient
service.

iii) What digital skills has WHAT?

We have many clinicians and staff working on their own and sponsored initiative. So there are clear
skills in WHAT. But we must run an audit of digital skills and identify what is missing to achieve
specific social, mobile and analytical project outcomes. For example, we have good medics and good
systems people but we need to combine both. We want many initiatives to be generated and to trial the
top 3 initiatives as soon as possible

iv) Do you have a digital leader?

have both the vision and the pragmatism to operationally lead the development of new medical digital
product and services But we also feel other digital leaders must be encouraged throughout the
hospital, from innovative ideas from admin to skilled clinician projects

Q5 Digital Leader Selection: 15%

Wigglesworth have identified that they need a Digital Leader that is good at awareness building, but
has sufficient in depth knowledge to manage the operational digital leadership necessary for the
promotion, selection and implementation of innovative digital solutions and products for the hospital
Using appropriate the digital/e-leadership competencies and, appropriate theory e.g. Wilson, critically
discuss and explain who should be selected and why from the three candidates proposed for Digital
Leaders; Dr David Beatty, Dr John Jellicoe and Dr Reinhardt Scheer, using the information below
Semicon Consultants have interviewed all three candidates and have made the following notes:
Candidate for Wigglesworth Hospital Digital Leader: Interview Notes

Intellectual Traits
David Beatty
David likes to play with ideas and to sound new ideas out with others and is flexible and adaptable to
changing them. He likes discovering new patterns and problem solving and is keen to investigate
different phenomena. David keenly reads about new digital technologies and collects new digital ideas.
He has always experimented with new technologies and sees himself as a body and technology
engineer keen to borrow techniques and methods from all the sciences, engineering and social methods
if it enables a digital solution that works for his patients
John Jellicoe
John believes in order and control and is keen to promote sound intellectual ideas that are well
proven, but hesitates with new ideas until they have been well tested. He is curious about patterns that
don't fit in with his expectations. But John remains to be convinced of the many digital 'silver bullets'
and prefers coherent and well explained digital practices. John uses digital widely for administration
and sees the benefit of clear digital order, sound databases and a version of the truth of clinical
activities
Rheinhardt Scheer Notes
Reinhardt sticks to his ideas but is not afraid to adapt them. He acknowledges that he prefers subjects
he knows well but is happy to read about new discoveries but not to adopt them until he knows how
they work. Reinhardt likes to plan the use of new technology carefully, but when he is personally
involved in a project he can often see new ways of adjusting the technology

Working with Others

David Beatty
Sometimes I just lead and set direction, managing is for others. I like to stretch my mind on two or
three things at the same time - it exercises the brain
John Jellicoe
I liken to get groups working together. I like to concentrate on one thing and do it well
Rheinhardt Scheer
I delegate good leaders to get people to work together, my focus is on strategy. I can do more than one
thing at once - good leaders have too, but I don't like dividing my time
Digital Leadership Attitudes
David Beatty
I like to explore and a like challenges like understanding new technology as it makes me think
creatively how I can use it and I lead my teams to promote this attitude
John Jellicoe
I like to make suggestions about appropriate digital technology and then appoint leaders to explore
and work on the ideas they suggest.
Rheinhardt Scheer

promising, then I sell it to m

Digital Leadership Knowledge
David Beatty

Despite my qualifications I have a limited deep knowledge of only a few technologies. I am not into

John Jellicoe

admit I don't know it all, but as a manager I must find out. I find a lot of what I need to know about
technology through my
Rheinhardt Scheer
how
specific digital technologies work. If I don't know it and it is important, then I search for it. I use both

Digital Leadership Functional Experience

David Beatty
te in convincing investors to back many of the new digital ventures by making them
aware of the possibilities and benefits of digital. I delegate finding the resources such as people to
others with better people skills, and instead carefully specify and fo
my skills lie. I pride myself on making digital projects work and I have successfully led and grown a
number of digital businesses and sold them on for a large profit. I understand the social importance of
digital and it
John Jellicoe

have built up people and equipment to make digital happen in a number of companies I have worked
for. I see myself as more of a visionary digital leader than an operational one. I am keen to push the
social and societal aspects of digital and give talks at learned societies on this. I also ensure my teams
include engag
Rheinhardt Scheer
 al part of
making leadership work. Operational planning is very important and I like to find someone who has
deep digital knowledge to lead at that level. I include the social aspects of digital in my planning and I
seem digital as part of the social fabri

Q6 Recommendations 10%
Based on your analysis, recommend appropriate summary digital leadership actions for Andrew
present to Dr Truscot over the next few months